The Way We Work
Patty McCord: 8 lessons on building a company people enjoy working for
派蒂麥克德: 八堂課，教你打造一間讓員工樂於效力的公司
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大部分的公司都是靠著一組政策在營運：強制休假天數、出差注意事項、標準工作時數、年度目標。但，如果公司把多一點心力放在信任而非控制，會如何？派蒂麥克德是網飛最有代表性的前任創意長，她分享了一些重要洞見，這些洞見讓她決定把手冊扔出窗戶。
Patty McCord - Author, maven
Patty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley." Full bio
Patty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley." Full bio
Double-click the English transcript below to play the video.
00:00
HR jargon makes me crazy.
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人力資源行話讓我抓狂。
00:02
We have to have all these stupid acronyms
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我們有各式各樣的愚蠢縮寫，
00:04
that describe things that nobody
understands: OKRs and PIPs.
understands: OKRs and PIPs.
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沒人知道是什麼意思：
OKRs、PIPs 等等。
OKRs、PIPs 等等。
00:08
I think we can run our businesses
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我想，在經營事業時，
00:09
by just talking to each other
like regular human beings.
like regular human beings.
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其實可以採用一般
人類的交談方式即可。
人類的交談方式即可。
00:12
We might actually get more done.
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可能還可以搞定更多事。
00:13
[The Way We Work]
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〔我們工作的方式〕
00:18
I really always wanted to be
an HR professional,
an HR professional,
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我一直都很想成為
人力資源的專家，
人力資源的專家，
00:20
I wanted to be able to speak
the language of management.
the language of management.
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我希望能夠說管理階層的語言。
00:23
And you know what I've learned
after all this time?
after all this time?
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你們知道這段期間我學到什麼嗎？
我認為這一切都不重要。
00:26
I don't think any of it matters.
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有好多我們所謂的「最佳做法」
00:27
There's all kinds of things
that we call "best practices"
that we call "best practices"
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00:30
that aren't best practices at all.
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根本就不是最佳做法。
00:32
How do we know it's best?
We don't measure this stuff.
We don't measure this stuff.
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我們怎麼知道它是最佳的？
這是無法測量的。
這是無法測量的。
00:35
In fact, I've learned
that "best practices" usually means
that "best practices" usually means
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事實上，我學到的是，
「最佳做法」通常意謂著
「最佳做法」通常意謂著
00:38
copying what everybody else does.
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完全照別人的方式做。
00:40
Our world is changing
and evolving all the time.
and evolving all the time.
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我們的世界時時刻刻
都在改變、演化。
都在改變、演化。
00:43
Here are some lessons to help you adapt.
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以下這幾課能夠協助你適應。
00:45
Lesson one: Your employees are adults.
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第一課：你的員工是成人。
00:47
You know, we've created so many layers
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我們創造出好多層級、
00:50
and so many processes
and so many guidelines
and so many guidelines
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好多流程、好多指南，
00:52
to keep those employees in place
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來確保那些員工能做該做的事，
00:54
that we've ended up with systems
that treat people like they're children.
that treat people like they're children.
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最後結果就是產生出
把人當孩童來對待的體制。
把人當孩童來對待的體制。
00:58
And they're not.
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他們不是孩童。
00:59
Fully formed adults
walk in the door every single day.
walk in the door every single day.
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每天走進來的都是
完全長大的成人。
完全長大的成人。
01:02
They have rent payments,
they have obligations,
they have obligations,
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他們有房租要繳，
他們有義務要履行，
他們有義務要履行，
01:04
they're members of society,
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他們是社會的一員，
01:06
they want to create
a difference in the world.
a difference in the world.
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他們想要在世界上創造出差異。
01:08
So if we start with the assumption
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如果我們一開始就假設
01:10
that everybody comes to work
to do an amazing job,
to do an amazing job,
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大家來工作都是想要
把事情做得很好，
把事情做得很好，
01:12
you'd be surprised what you get.
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你會得到很驚人的結果。
01:14
Lesson two: The job of management
isn't to control people,
isn't to control people,
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第二課：管理工作
並不是在控制人，
並不是在控制人，
01:17
it's to build great teams.
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而是在建立優秀的團隊。
01:18
When managers build great teams,
here's how you know it.
here's how you know it.
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如果管理者建立了優秀的團隊，
就會有下列的特徵。
就會有下列的特徵。
01:22
They've done amazing stuff.
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他們做了很了不起的事。
客戶都真的很開心。
客戶都真的很開心。
01:23
Customers are really happy.
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01:25
Those are the metrics that really matter.
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那些才是重要的衡量標準。
01:27
Not the metrics of:
"Do you come to work on time?"
"Do you come to work on time?"
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而不是用這些標準衡量：
「你有準時上班嗎？」
「你有準時上班嗎？」
01:30
"Did you take your vacation?"
"Did you follow the rules?"
"Did you follow the rules?"
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「你有休假嗎？」
「你有遵守規定嗎？」
「你有遵守規定嗎？」
「你有取得允許嗎？」
01:33
"Did you ask for permission?"
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01:34
Lesson three: People want to do work
that means something.
that means something.
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第三課：大家都想要
做有意義的工作。
做有意義的工作。
01:37
After they do it,
they should be free to move on.
they should be free to move on.
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做完之後，他們應該
要能自由地繼續走下去。
要能自由地繼續走下去。
01:40
Careers are journeys.
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職涯是旅程。
01:41
Nobody's going to want to do
the same thing for 60 years.
the same thing for 60 years.
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沒有人會希望六十年
都做同樣的事。
都做同樣的事。
01:44
So the idea of keeping people
for the sake of keeping them
for the sake of keeping them
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所以，只為了留住人
而留住人的想法，
而留住人的想法，
01:47
really hurts both of us.
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其實是在傷害雙方。
01:49
Instead, what if we created companies
that were great places to be from?
that were great places to be from?
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換個想法，如果我們創造的公司
也是很棒的跳板，如何？
也是很棒的跳板，如何？
01:53
And everyone who leaves you
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離開你的每一個人，
01:55
becomes an ambassador
for not only your product,
for not only your product,
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都會成為大使，
不只是宣揚你的產品，
不只是宣揚你的產品，
01:58
but who you are and how you operate.
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也宣揚你的為人以及營運方式。
02:00
And when you spread that kind
of excitement throughout the world,
of excitement throughout the world,
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當你能把那麼讓人興奮的事
散播到全世界，
散播到全世界，
02:04
then we make all of our companies better.
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就能讓所有人的公司都變得更好。
02:07
Lesson four: Everyone in your company
should understand the business.
should understand the business.
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第四課：公司中的每一個人
都應該了解公司的事業。
都應該了解公司的事業。
02:11
Now, based on the assumption
that we've got smart adults here,
that we've got smart adults here,
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根據「大家都是
聰明的成人」這個假設，
聰明的成人」這個假設，
02:14
the most important thing we can teach them
is how our business works.
is how our business works.
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我們能教大家的事情當中，
最重要的是我們的事業如何運作。
最重要的是我們的事業如何運作。
02:17
When I look at companies
that are moving fast,
that are moving fast,
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我看到一些公司進展很快速，
02:19
that are really innovative
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真的在做創新，
02:21
and that are doing amazing things
with agility and speed,
with agility and speed,
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且很靈活又迅速地
做出很多了不起的事，
做出很多了不起的事，
02:25
it's because they're collaborative.
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都是因為他們懂得合作。
02:27
The best thing that we can do
is constantly teach each other what we do,
is constantly teach each other what we do,
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我們最好能做到經常教導彼此，
讓對方知道我們在做什麼、
讓對方知道我們在做什麼、
02:32
what matters to us, what we measure,
what goodness looks like,
what goodness looks like,
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我們在乎什麼、
我們的衡量標準是什麼、
什麼才叫做好，
什麼才叫做好，
02:36
so that we can all drive
towards achieving the same thing.
towards achieving the same thing.
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這樣我們才能一起
朝向共同目標邁進。
朝向共同目標邁進。
02:39
Lesson five: Everyone in your company
should be able to handle the truth.
should be able to handle the truth.
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第五課：公司裡的每一個人
都應該要能夠接受真相。
都應該要能夠接受真相。
02:43
You know why people say
giving feedback is so hard?
giving feedback is so hard?
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你知道為什麼大家都說
給回饋意見很困難嗎？
給回饋意見很困難嗎？
02:46
They don't practice.
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因為他們沒練習。
02:48
Let's take the annual performance review.
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咱們用年度績效檢討為例。
02:50
What else do you do in your whole life
that you're really good at
that you're really good at
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在你的一生中，有什麼事情
是你一年才做一次，
是你一年才做一次，
02:53
that you only do once a year?
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就能做得非常好的？
02:55
Here's what I found:
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我的發現如下：
02:56
humans can hear anything if it's true.
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只要是真的事情，
人類就可以聽見。
人類就可以聽見。
02:59
So let's rethink the word "feedback,"
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所以，咱們重新思考一下
「回饋」這個詞，
「回饋」這個詞，
03:03
and think about it as telling people
the truth, the honest truth,
the truth, the honest truth,
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把它想成是告訴別人
真相，誠實的真相，
真相，誠實的真相，
03:08
about what they're doing right
and what they're doing wrong,
and what they're doing wrong,
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講出他們做對了什麼、
做錯了什麼，
做錯了什麼，
且當他們在做的時候就要講。
03:11
in the moment when they're doing it.
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你剛剛做的那件好事，呼！
03:12
That good thing you just did, whoo!
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03:14
That's exactly what I'm talking about.
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就是這樣沒錯。再去做一次。
03:16
Go do that again.
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03:17
And people will do that again,
today, three more times.
today, three more times.
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大家今天就會
再做一次，再做三次。
再做一次，再做三次。
03:21
Lesson six: Your company needs
to live out its values.
to live out its values.
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第六課：你的公司
必須要活出它的價值觀。
必須要活出它的價值觀。
03:25
I was talking to a company
not long ago, to the CEO.
not long ago, to the CEO.
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不久前，我跟一家公司的
執行長談話。
執行長談話。
03:28
He was having trouble
because the company was rocky
because the company was rocky
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他遇到了困難，
因為公司營運很辛苦，
因為公司營運很辛苦，
03:31
and things weren't getting done on time,
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且事情都無法如期完成，
03:33
and he felt like things were sloppy.
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他覺得一切都很懶散。
03:36
This also was a man who, I observed,
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依我觀察，這個人本身
03:38
never showed up to any meeting on time.
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也從來沒有準時
出席會議。從來沒有。
出席會議。從來沒有。
03:41
Ever.
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如果你是領導團隊中的一員，
03:42
If you're part of a leadership team,
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若要「維護你的價值觀」，
最重要的就是要以身作則。
最重要的就是要以身作則。
03:44
the most important thing that you can do
to "uphold your values" is to live them.
to "uphold your values" is to live them.
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03:49
People can't be what they can't see.
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大家看不見的，就不會去做。
03:51
We say, "Yes, we're here for equality,"
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我們說：「我們很重視平等。」
03:54
and then we proudly pound our chest
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接著，我們驕傲地拍拍胸脯，
03:56
because we'd achieved 30 percent
representation of women
representation of women
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因為我們的主管團隊中的
女性比例達到了 30%。
女性比例達到了 30%。
04:00
on an executive team.
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04:01
Well that's not equal, that's 30 percent.
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嗯，那不是平等，那是 30%。
04:04
Lesson seven: All start-up
ideas are stupid.
ideas are stupid.
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第七課：所有新創的點子都很蠢。
我花了很多時間在新創公司上，
04:07
I spend a lot of time with start-ups,
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04:10
and I have a lot of friends that work
in larger, more established companies.
in larger, more established companies.
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且我有很多朋友
在成熟的大公司工作。
在成熟的大公司工作。
他們總是很瞧不起我合作的公司。
04:13
They are always pooh-poohing
the companies that I work with.
the companies that I work with.
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「那個點子好蠢。」
04:16
"That is such a stupid idea."
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嗯，你猜如何：
所有新創的點子都很蠢。
所有新創的點子都很蠢。
04:17
Well, guess what:
all start-up ideas are stupid.
all start-up ideas are stupid.
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如果這些點子很合理，
早就會有人去做了。
早就會有人去做了。
04:20
If they were reasonable, somebody else
would have already been doing them.
would have already been doing them.
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第八課：每間公司
都得要對改變感到興奮。
都得要對改變感到興奮。
04:23
Lesson eight: Every company
needs to be excited for change.
needs to be excited for change.
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04:26
Beware of the smoke of nostalgia.
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要小心懷舊之情的徵兆。
04:29
If you find yourself saying,
"Remember the way it used to be?"
"Remember the way it used to be?"
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如果你發現你自己會說：
「還記得以前是怎樣的嗎？」
「還記得以前是怎樣的嗎？」
04:33
I want you to shift your thinking to say,
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我希望你能轉換思路，改說：
04:35
"Think about the way it's going to be."
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「想想將來可能會是怎樣的。」
04:37
If I had a dream company,
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我夢想中的公司是這樣的：
04:40
I would walk in the door and I would say,
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當我走進門，說：
04:42
"Everything's changed, all bets are off.
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「一切都改變了，原來的都不算數。
我們本來是全力向右跑，
現在要向左急轉彎。」
現在要向左急轉彎。」
04:44
We were running
as fast as we can to the right,
as fast as we can to the right,
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04:46
and now we'll take a hard left."
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而大家都會說「好！」
04:48
And everybody would go "Yes!"
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外頭的世界很刺激，
且隨時在改變。
且隨時在改變。
04:49
It's a pretty exciting world out there,
and it's changing all the time.
and it's changing all the time.
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我們越能擁抱改變、
對改變感到興奮，
對改變感到興奮，
04:53
The more we embrace it
and get excited about it,
and get excited about it,
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04:55
the more fun we're going to have.
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我們就能有越多樂趣。
ABOUT THE SPEAKER
Patty McCord - Author, mavenPatty McCord served as chief talent officer of Netflix for 14 years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley."
Why you should listen
Patty McCord participated in IPOs at Netflix and, before that, Pure Atria Software. A veteran of Sun Microsystems, Borland and Seagate Technologies, she has also worked with small start-ups. Her background includes staffing, diversity, communications and international human resources positions.
Currently, McCord coaches and advises a small group of companies and entrepreneurs on culture and leadership. She also speaks to groups and teams around the world. Her book Powerful: Building a Culture of Freedom and Responsibility was published in January of 2018.
Patty McCord | Speaker | TED.com